Post on 19-Feb-2017
Managers and ManagingPrepared by,
Anil Kumar Kalva
What is Management?The planning, organizing, leading, and
controlling of human and other resources to achieve organizational goals effectively and efficiently
Managers• The people responsible for supervising the use of an
organization’s resources to meet its goals
Resources include people, skills, knowledge, machinery, computers and I.T., and financial capital
Organizational performance
A measure of how efficiently and effectively managers are using organizational resources to satisfy customers and achieve goals
Organizational performance
Efficiency • A measure of how well or productively
resources are used to achieve a goalEffectiveness
• A measure of the appropriateness of the goals an organization is pursuing and the degree to which they are achieved.
Managerial Functions• Managers at all levels in all organizations perform
each of the functions of planning, organizing, leading, and controlling
• Henri Fayol outlined the four managerial functions in his book General Industrial Management
Four Functions of Management
PlanningThe process of identifying and selecting appropriate
goals and courses of action
Examples: Strategic planning, financial planning, human resources planning
Steps in the Planning Process
• Deciding which goals to pursue• Deciding what courses of action to adopt• Deciding how to allocate resources
Organizing
The process of establishing a structure of working relationships in a way that allows organizational members to work together to achieve organizational goals
Organizational Structure
A formal system of task and reporting relationships that coordinates and motivates organizational members
Often represented visually by a company’s organizational chart
Leading Articulating a clear vision to follow, and
energizing and enabling organizational members so they understand the part they play in attaining organizational goals
Controlling• Evaluating how well an organization is achieving its
goals and taking action to maintain or improve performance
The outcome of the control process is the ability to measure performance accurately and regulate efficiency and effectiveness
Types of ManagersFirst line managers - Responsible
for day-to-day operations. Supervise people performing activities required to make the good or service
Middle managers - Supervise first-line managers. Are responsible to find the best way to use departmental resources to achieve goals
Types of Managers
• Top managers - Responsible for the performance of all departments and have cross-departmental responsibility. Establish organizational goals and monitor middle managers
Areas of ManagersDepartment
• A group of people who work together and possess similar skills or use the same knowledge, tools, or techniques
Changes in Managerial Hierarchies
The tasks and responsibilities of managers have changed drastically in the last decade as a result of the widespread use of IT and stiffer global competition
• General tendencies toward leaner and flatter organizations
Changes in Managerial Hierarchies
• Restructuring – an attempt to make an organization more efficient by eliminating the jobs of large numbers of people
• Outsourcing – contracting with another company, usually (but not always) abroad, to have it perform an activity the company once performed itself
EmpowermentExpanding employees’ knowledge, tasks, and
responsibilities • Often by providing new software and systems
for employees’ use as decision-making tools• Also, the adoption of new philosophies about
job responsibilities and authority• Especially necessary when layers of
management are being reduced
Self-managed teams
Groups of employees with the responsibility for supervising their own actions such that the team can monitor its members and the quality of the work performed
Managerial Roles and Skills
Managerial role - The set of specific tasks that a person is expected to perform because of the position he or she holds in the organization
Mintzberg identified three categories of roles – Decisional, Informational, Interpersonal
Decisional RolesRoles associated with the methods managers use
in planning strategy and utilizing resources.• Entrepreneur—deciding which new projects or
programs to initiate and to invest resources in. • Disturbance handler—managing an unexpected
event or crisis.• Resource allocator—assigning resources
between functions and divisions, setting the budgets of lower managers.
• Negotiator—reaching agreements between other managers, unions, customers, or shareholders.
Informational RolesRoles associated with the tasks needed to
obtain and transmit information in the process of managing the organization.• Monitor—analyzing information from both
the internal and external environment.• Disseminator—transmitting information to
influence the attitudes and behavior of employees.• Spokesperson—using information to
positively influence the way people in and out of the organization respond to it.
Interpersonal RolesRoles that managers assume to provide direction
and supervision, both to employees and to the organization as a whole.• Figurehead—symbolizing the organization’s
mission and what it is seeking to achieve.• Leader—training, counseling, and mentoring high
employee performance.• Liaison—linking and coordinating the activities of
people and groups both inside and outside the organization.
Managerial Skills• Conceptual skills
• The ability to analyze and diagnose a situation and distinguish between cause and effect.
• Human skills• The ability to understand, alter, lead, and control the
behavior of other individuals and groups.• Technical skills
• The specific knowledge and techniques required to perform an organizational role.
Skill Types Needed
CompetenciesSpecific set of skills, abilities, and experiences that
gives one manager the ability to perform at a higher level than another manager in a particular organizational setting
NOTE: This is different from the idea of core competencies we talk about when we refer to the area of strategic management
Challenges for Management in
a Global Environment
• Rise of Global Organizations.• Building a Competitive Advantage• Maintaining Ethical and Socially
Responsible Standards• Managing a Diverse Workforce• Utilizing Information Technology and
E-commerce
Building a Competitive Advantage
• Increasing Efficiency• Increasing Quality• Increasing Speed, Flexibility, and Innovation• Increasing Responsiveness to Customers
Building Blocks of Competitive Advantage